Group Members: Angela Lee Dragon Pak Gary Wong Peter Petrov Suki Chan MGTO650N Managing Organizational Change Managing Xerox’s MDC.

Slides:

Advertisements

Similar presentations

The Management Process

Advertisements

Building and Sustaining Strong Ethical Cultures American Society for Quality April 9, 2014 Jim Nortz

Dave Head County of Sonoma, CA Fleet Manager Ethics In Fleet Management John S. Hunt, CPFP City of Portland, OR Fleet Manager John S. Hunt, CPFP City.

BUILDING SOCIAL EXCHANGES AND FAIRNESS

LEADERSHIP WHAT EVERY MANAGER NEEDS TO KNOW. CHAPTER 1 – The Better You Are at Management, the More Freedom You Have to Lead.

1 Management Strategy – The Road Ahead Oupa Mopaki ISETT SETA Chief Executive Officer 04 th May 2003 Midrand.

1 Chapter 12 Strategic Entrepreneurship PART IV MONITORING AND CREATING ENTREPRENEURIAL OPPORTUNITIES.

Food for thought A central problem in organizational change is that “the whole burden of change typically rests on so few people. In other words, the number.

Principalship: Roles & Responsibilities PINSET-September 2011 Presented By Sajid Masood The Knowledge School.

(Entrepreneurial Intentions

The Mentoring Program of [Company Name] Training for Employees

 1 Professional Development Competency—Teamwork and Inclusion.

MENTORSHIP IN RESEARCH BY GEOFFREY LAMTOO GULU UNIVERSITY.

Corporate Management. Requirements Candidates need to display a knowledge of the language of corporate or strategic management and have an understanding.

Organizational Behavior, 9/E Schermerhorn, Hunt, and Osborn

DEFINITION OF MANAGEMENT

Dessler, Cole, Goodman and Sutherland Fundamentals of Human Resources Management in Canada Chapter One Human Resources Management: Its Environment and.

Creating Competency Models for Strategic IT Planning Page 1 Creating Competency Models for Strategic IT Planning Bill Clebsch Executive Director of IT.

The First 30 Days: The 5 Things Every New Manager Should Implement

Chapter 9 Developing an Effective Knowledge Service

Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.

Competing For Advantage Part IV – Monitoring and Creating Entrepreneurial Opportunities Chapter 12 – Strategic Entrepreneurship.

1–1 Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS © Prentice Hall, 2002.

Marketing, Interpersonal Skills, Chapter 10 Slides 1 Interpersonal Skills Chapter 10 Marketing 1.

Working in Groups 1.  Working in groups may be one of the most important skills you learn in college.  The ability to work in groups is an essential.

Service and Relationship Marketing Module:2 Chapter:1 Managing People for Service Advantage.

PERSONAL AND SOCIAL DEVELOPMENT Effective Teams. CHARACTERISTICS OF EFFECTIVE TEAMS 

Establishing Credibility

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Developing Careers.

UNIT IV JOB CHALLENGE. DEFINITION According to McCauley et al, “Job challenge is being in dynamic setting with problems to solve and choices to make under.

Management Functions.

Copyright 2012 John Wiley & Sons, Inc. Chapter 3 The Project Manager.

Ch. 14 Notes: Preparing and Planning to Manage  What is a Manager?  Is it Different than a Leader?  Examples?  What do you think a Business values.

Chapter 1 The Knowledge Context

McGraw-Hill/Irwin STRATEGIC MANAGEMENT Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Gregory G. Dess, G. T. Lumpkin and Marilyn.

Employee Movements Career Management. The Basics Career The occupational positions a person has had over many years. Career management The process for.

SUBJECT:- ENGINEERING ECONOMICS AND MANAGEMENT TOPIC:- - FUNCTION OF MANAGEMENT YEAR EC-DEPARTMENT.

©SHRM SHRM Speaker Title Bhavna Dave, PHR Director of Talent SHRM member since 2005 Session 2: Relationship Management Competencies for Early-Career.

MANAGEMENT. ‘Managing is like holding a dove in your hand. If you squeeze too tight, you kill it. Open your hand too much, you let it go’. - T. Lasorda.

Introduction to Management and Organizations

Human Resource Strategic Model Virus Removal Service Company

COMPLIMENTARY TEACHING MATERIALS

Introduction to Management and Organizations

Business System Development

Evaluating and Rewarding Teams

Introduction to Management and Organizations

Introduction to Management and Organizations

Manage Change and Organizational Learning

Introduction to Management and Organizations

INTRODUCTION TO MANAGEMENT

The Organizational Context: Strategy, Structure, and Culture

Human Resources Competency Framework

The Global Manager Extends concepts and models from one-to-one relationships (we-to-them) to holding multiple realities and relationships in mind at once.

Chapter 3 The Project Manager © 2012 John Wiley & Sons Inc.

Succession Planning Cyndi Schaeffer, PhD.

Understanding Human Resource Management

Introduction to Management and Organizations

Quality Department

Alignment Diagnosis involves understanding each of the parts in the model and then assessing how the elements of the strategic orientation align with each.

Introduction to Management and Organizations

Introduction to Management and Organizations

WORK WITH COLLEAGUES AND CUSTOMERS

The Organizational Context: Strategy, Structure, and Culture

Introduction to Management and Organizations

The Organizational Context: Strategy, Structure, and Culture

The Organizational Context: Strategy, Structure, and Culture

Chapter 3 The Project Manager © 2012 John Wiley & Sons Inc.

Training and Development

Presentation transcript:

Group Members: Angela Lee Dragon Pak Gary Wong Peter Petrov Suki Chan MGTO650N Managing Organizational Change Managing Xerox’s MDC

Agenda IssueReasons 1)The 2 CHOICES for John Clendenin 2)Why there are 2 choices? Three lens Interpersonal skills 3)Impact analysis for different path 4)Our Suggestion AnalysisSuggestion

Agenda Issue Reasons John’s 2 choices 1)Move to head logistic optimization OR 2)Remain as the head of MDC with an additional two-year commitment AnalysisSuggestion

AgendaIssue Reasons AnalysisSuggestion TOO successful ? John’s achievements in MDC

AgendaIssue Reasons AnalysisSuggestion ChallengesStrategies Political Lens Limited resources Different interests Cultural Lens “Close-knit society” Eccentrics banded together by an eccentric Strategic Lens Corporate objective:  ROA Limited support within the USMG in multinational approach Created his human capital step-by-step “Caught the waves”, knew “underwater currents” Encouraged teamwork and fair treatment Behind-the-scenes role / a lobby man Overlapped job responsibilities Set “a bar” high / long term oriented Understood stakeholders’ interests Honored customer requirements

AgendaIssue Reasons AnalysisSuggestion Evaluation of Clendenin’s Interpersonal Skills Stayed close with his colleagues Built credibility and trust Sharpened and maintained employee involvement Constructed manageable stress

AgendaIssueReasons Analysis Suggestion Hidden FORCES pressurizing these 2 choices

STAY SHIFT AgendaIssueReasons Analysis Suggestion To ease tension / seek harmony To transfer skills To extend power base To remain in comfort zone To stay on career track To extend his social capital To increase knowledge To be super successful again To remove threat To secure his own power base To extend his social capital by promoting his support to MDC Fred Hewitt John Clendenin Top Management John Clendenin

AgendaIssueReasons Analysis Suggestion STAY SHIFT To extend his social capital To increase knowledge To be super successful again Cons Pros Cons Pros To extend power base To remain in comfort zone To stay on career track Limited knowledge about other organizations’ operation No room for “fantastic growth” – super performance Unable to ease resentment among corporation Need to build the new power base at risks Nature of job changed from independent dept to one of the many others

AgendaIssueReasons Analysis Suggestion

AgendaIssueReasonsAnalysis Suggestion Suggestion for John MOVE TO NEW POSITION 1.Prospect in MDC is diminishing 2.Consolidate wider foundation 3.Negotiate to promote his peer in MDC

AgendaIssueReasonsAnalysisSuggestion Q uestions? - Thank you! - Thank you!